Кто читает:: Департамент социологии

Статус:: Курс обязательный

Когда читается:: 1-й курс, 2 модуль

Abstract

The course is aimed at building skills to develop and analyze sustainable business models focused on solving social problems. Students will learn modern approaches to building social enterprises that combine the goals of public good and financial sustainability. In the course, students will study real cases, learn tools for designing models, and learn to evaluate their effectiveness, scalability, and adaptability to different contexts. The course is designed for future social entrepreneurship leaders seeking to operationalize innovative solutions with high social impact. The course also focuses on the concepts of Business Models Strategic Planning Capabilities and in this regard considers such issues as strategy tripod, dynamic capability, strategizing on CSR, design thinking for strategy development, strategy as action, genesis of business model concept, business models innovation, global business models, digital ecosystem business models.

Learning Objectives

To introduce students to the variety of business models used in social entrepreneurship.
To teach how to develop sustainable business models that combine social impact and financial efficiency.
To build skills to evaluate the effectiveness and scalability of business models.
To develop the ability to think innovatively and adapt business models to specific social challenges.
To develop an understanding of the role of business models and entrepreneurship in addressing social challenges in a global context.

Expected Learning Outcomes

 Gain a stronger grasp of BMs to address and exploit its opportunities.
 Evaluate the social impact of BM, including potential sources of competitive advantage.
Be introduced to the variety of business models used in social entrepreneurship
Get knowledge about the Business Model types, main components and functions
Understand the role of business models design and entrepreneurship in addressing social challenges in a global context
Learn to evaluate the effectiveness and scalability of business models
Understand the role of Business Models generation from a global perspective
Understand the purposes, principles, ethical foundations, and evidence standards of BM social impact evaluation
Can select the appropriate ways for managing strategic uncertainty in Business Model design
Get knowledge about how to develop sustainable business models that combine social impact and financial efficiency
Understand the role of Business Models innovations
Develop the ability to think innovatively and adapt business models to specific social challenges
 Utilize tools, models and frameworks to identify and pursue social value-oriented business model innovations
Understand the digital Business Models essence and the core of digital ecosystem Business Models
Can construct a new Business Model canvas in response to a market challenge.
Know tools and techniques for describing, designing, analysing Business Models
Can assess the quality and contextual suitability of social impact mechanisms for Business Models generation
 Utilize various approaches to opportunity identification for business model design
 Navigate entrepreneurial risk in business model development
Get knowledge about how to develop sustainable business models that combine social impact and financial efficiency.

Course Contents

Course Introduction and structure. Genesis of business model concept
The Role of Business Models Generation from a Global Perspective
Business model innovation
Tools and Techniques for Describing, Analysing, and Designing Business Models
Business Models' Social Impact Measurement
Financing Social Ventures
AI for Social Entrepreneurship
Review of the course

Assessment Elements

Class activities: Individual assignment
Case-studies, Tests (quizzes), Panel discussion, Exercises
Coursework/Group research project
Group Case Analysis. Students are expected to draw on the full range of knowledge and skills they have developed during the course, to demonstrate your ability to apply this knowledge to novel situations, and to demonstrate that you can integrate this material with the wider knowledge and skills from the master programme.
Exam
Exam is held as a written test based on all course issues and materials. Participants have to show their knowledge or ability in a particular subject, or to obtain a qualification.

Interim Assessment

2026/2027 2nd module
0.2 * Class activities: Individual assignment + 0.3 * Exam + 0.5 * Coursework/Group research project

Bibliography

Recommended Core Bibliography

A business model for entrepreneurship, Verstraete, T., 2011
Bernd W. Wirtz. (2019). Digital Business Models : Concepts, Models, and the Alphabet Case Study (Vol. 1st ed. 2019). Springer.
Bernd W. Wirtz. (2020). Media Management : Strategy, Business Models and Case Studies: Vol. 2nd ed. Springer.
Business model generation : a handbook for visionaries, game changers, and challengers, Osterwalder, A., 2010
Design thinking for business growth : how to design and scale business models and business ecosystems, Lewrick, M., 2022
Open business models : how to thrive in the new innovation landscape, Chesbrough, H. W., 2006
The business model navigator : the strategies behind the most successful companies, Gassmann, O., 2020

Recommended Additional Bibliography

Gernreich, C. C., Jaspert, D., Ebel, M., & Pöppelbuß, J. (2019). Teaching Digital Business Model Innovation Using the Design Thinking Approach. Proceedings of ISPIM Conferences, 1–17. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=136078554
Guldmann, E., Bocken, N. M. P., & Brezet, H. (2019). A Design Thinking Framework for Circular Business Model Innovation. Journal of Business Models, 7(1), 39–70. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=139360606
Organizing for sustainability : a guide to developing new business models, Jonker, J., 2021
Osterwalder, A., & Euchner, J. (2019). Business Model Innovation: An Interview with Alex Osterwalder. Research Technology Management, 62(4), 12. https://doi.org/10.1080/08956308.2019.1613114
Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2015). Value Proposition Design : Entwickeln Sie Produkte und Services, die Ihre Kunden wirklich wollen. Die Fortsetzung des Bestsellers Business Model Generation! Frankfurt: John Wiley & Sons, Inc. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1166970
Radical business model transformation : how leading organizations have successfully adapted to disruption, Linz, C., 2021
Social entrepreneurship business models : incentive strategies to catalyse public goods provision, Sommerrock, K., 2010
Social innovation and new business models : creating shared value in low-income markets, Michelini, L., 2012
Soni, N., Sharma, E. K., Singh, N., & Kapoor, A. (2019). Impact of Artificial Intelligence on Businesses: from Research, Innovation, Market Deployment to Future Shifts in Business Models.
Teece, D.J. (2010, April). Business Models, Business Strategy and Innovation. Long Range Planning, 43(2), 172-194

Authors

KUZINER EVGENIYA NIKOLAEVNA
Serova Elena Gennadevna

Магистерская программа «Социальное предпринимательство и инновации»

Контакты

Социальные сети

Business Models for Social Impact

Course Syllabus